Niliton

BRAZIL “ONE NILIT IS OUR FUTURE” Ricardo Fernandes , the Operations Director of Nilit Brazil (NIB): One Nilit is our future. Undoubtedly, we have to leverage Nilit’s globalism by integrating sites in the various operating segments. Improving performance and efficiency and applying the best practices are critical to the company’s profitability and sustainability. Nilit Brazil’s team is involved and committed to the process and, this year, we took action to improve efficiency and performance and to cut costs.The team focuses on achieving results, while emphasizing safety and quality. Our greatest challenge is improving methods and processes without losing the best practices and high results that we already achieved . Comparing indicators between plants in a way that stimulates motivation, enables us to identify disparities and implement improvements later.We expect to add a significant contribution to our 2018 results. The DTY plant is recording outstanding efficiency, and we found that, by accelerating machine speeds by 5%, we will achieve higher outputs. Initially, the staff was concerned about compromising efficiency but, after the first month at the higher speed, we saw that we were succeeding in increasing output by 3%-4%, without requiring additional investments. CHINA “STREAMLINING MAINTENANCE AND IMPROVINGTHE OEE” Gene Gu , the Operations Manager at Nilit China: One Nilit is, first of all, a change in mindset, with all teams identifying with our globalism, cooperating and advancing each other’s objectives. The implementation process constitutes a very clearly guided motivation for the staff at Nilit China.A good example of the change in mindset at Nilit China is the switch from departmental indicators to company-wide indicators, with all activities and tasks directed towards contributing to the company’s performance. Another success story is how we cut the work time for heater maintenance and cleaning from 12 hours to 3 hours. The teamwork required for this had initially constituted a tremendous challenge – when we recruited 12 employees from the various employee groups, instead of only 3 employees.After we analyzed the work flow, we reached the conclusion that some of the tasks can be performed simultaneously, thus improving the operations efficiency of the equipment (OEE).Teams from maintenance, production, planning and procurement took part in the process.Together, we succeeded in cutting maintenance time by 70% and achieve an increase in the OEE! Ricardo Fernandes: "Our greatest challenge is improving methods and processes without losing the best practices that we already achieved". 9